Introduction

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       PROBLEM SOLVING, PROGRAM PLANNING, AND DECISIONMAKING

> Introduction

Each of us engages in creative thinking and problem solving many
times every day.  Much of the work of organizations also involves
problem solving, even when it takes the form of motions,
resolutions, or program plans.

Problems come in a wide range of shapes and sizes: what to do about
a crying baby, what to do about a car that won't run, how to get
people to stop smoking, how to fund a community center, how to
improve meeting attendance, how to assure safe drinking water, how
to stop corruption in government, etc.  The problem-solving process
varies according to the nature of the problem and the preferences of
the problem solvers.  However, there are some common elements that
are included in all successful problem-solving process:

1. A commitment to solving the problem.
2. A clear initial statement of the problem or the goal.
3. A thoughtful analysis of the nature and causes of the problem.
4. A description of the ideal situation and the present realities.
5. Creative attention to the exact problem that is to be solved.
6. An inventory of existing or known solutions. 
7. Invention of new solutions or creative synthesis of the old ones.
8. Comparison of the likely impacts of the leading solutions as a
basis for choosing the best one.
9. Implementation of the preferred solution, accompanied by ongoing
monitoring to be sure that the desired outcomes are achieved.

Authors writing about problem solving have created variations on
this process by combining or regrouping the steps, but most problem-
solving models are similar to this list.  (Other models are
presented later in this unit.) 


> Assumptions

Either consciously or unknowingly, individuals, groups, and large
organizations apply the basic problem-solving model to a wide range
of situations.  However, problem solving is usually more efficient
if people are aware of the nature of the process.  

The problem-solving sequence provides the basis for several other
types of group activity, including decisionmaking and long-range
planning with emphasis on futuring.


> Learning Objectives

Participants will:

       þ  Gain an understanding of the procedures and guidelines for
          several of the key steps in the problem-solving sequence.

       þ  Look at decisionmaking by consensus and parliamentary 
          methodologies.

• Lois M. Frey, UVM Extension, RR #4, Box 2298, Montpelier, VT 05602, (802) 223-2389, email: lfrey@sover.net
• "Group Development: Creating Group Effectiveness" by Duane Dale, DFD Associates, 99 Brattle Street, Cambridge, MA 02138-3402 (moving to 764 South East Street, Amherst, MA 01022 after 8/1/98);
• Bob Biagi, 142 Cherry Lane, Amherst, MA 01002 (413) 549-1412;

Comments to: crs@uvm.edu
Reviewed as of 4/20/98